A conversation with John Fleming on freedom, flexibility and the future of work.
For decades, John T. Fleming has been one of the most influential
thinkers in direct selling—an author, researcher, strategist and
passionate advocate for the power of enterprise to change lives. His
earlier landmark work, Ultimate Gig, helped the channel understand the rapidly expanding gig economy and the shift toward flexible, self-directed work.
Recently, John released his latest book—NEW ECONOMY—a
sweeping, research-backed exploration of how work, choice and
opportunity have transformed since 2018. The book examines millions of
people moving toward independent work; the rise of multi-gig earners;
the redefinition of employment; and the foundational role direct selling
can play in this new era.
I sat down with John to talk about what motivated NEW ECONOMY, what he discovered and what direct selling companies might benefit from as they navigate—and lead—in this evolving landscape.
You’ve written extensively about the gig economy over the years. What inspired you to write NEW ECONOMY now?
The motivation came from a growing realization that something much
bigger than the gig economy was unfolding. For years, I’ve spent
countless hours reading, studying and gathering data—never for
entertainment, always for learning. Eventually, the reservoir of insight
became too deep not to share.
When I worked with our research team beginning in 2018, leading to Ultimate Gig,
I learned far more than I could ever give back. We approached that
project academically, and it introduced many to the idea that work could
be defined differently—by freedom, flexibility and personal choice.
But the world changed dramatically in the years that followed.
Technology accelerated; worker expectations shifted; and participation
soared. At the end of 2024, more than 70 million people were estimated
to be involved in gig or independent work, and projections show more
than 100 million will participate by 2027.
At some point during the past six months, it felt like the insights
were overflowing. I wanted to consolidate what we now know, provide
evidence, stimulate thinking and help people see that we are inventing
something entirely new—not just a new way to work, but a new economy.
You say we’re inventing a new economy. What do you mean by that?
We are entering an era where the worker owns a portion of the work. That is a profound shift.
In the traditional model, a company defined how, when and where work
was done. The worker had little control. But now, through technology and
decentralized structures, independent contractors are becoming
independent entrepreneurs. They choose when they work. They choose how
they work. And increasingly, the choices made relative to work are
multiple, not singular.
We’ve removed many of the obstacles that once constrained people.
There are no more geographical limitations. No more time-zone barriers.
We can conduct business globally from our phones. We can talk to two
people or twenty as easily as we used to talk to one. All of this
enables people to design their own work, often blending traditional
employment with multiple income streams.
This ability to choose—to design one’s own work—creates what I
describe as uncommon freedom. And when freedom becomes possible, people
rarely give it up.
What were some of the most surprising insights you uncovered as you researched this transition?
One major insight was the sheer diversity of independent workers.
There is no average gig worker—that’s a myth. People participate in the
new economy for vastly different reasons: supplemental income, lifestyle
freedom, creative expression, autonomy or simply to feel more in
control of their future. Because motivations differ, levels of
satisfaction also differ. Trying to assess through averages is
misleading, especially averages that attempt to use income as a metric.
Another key insight is the scale of adoption across age groups. Many
assume this movement is youth-driven. But the fastest growing segment of
workers today is actually people 60 and older, who want control,
continued relevance and flexible ways to supplement retirement. For
many, retirement is not possible in the same manner that it may have
been viewed 50 years ago. Younger generations, of course, also find
flexible work to be natural—many are puzzled that work was ever defined
as a physical location tied to fixed hours.
Finally, the growth rate surprised even me. When we first began
studying the gig economy, participation was around 50 million. Today
it’s approximately 70 million. Soon it will pass 100 million. That kind
of acceleration reshapes labor markets, consumer expectations and
business models.
How did your personal learning process shape the way NEW ECONOMY is written?
I believe deeply in the value of stepping outside the jar—a metaphor I
use often. When we’re inside the jar, we can’t read the label. We don’t
see ourselves clearly. We don’t see the outside environment clearly.
So, I made a conscious decision in 2019 to climb outside the jar and
study the gig economy with fresh eyes. That perspective is what enabled
the writing of Ultimate Gig, and ultimately this new work.
The purpose of NEW ECONOMY is threefold:
- Provide enough stats and facts to support any assertions.
- Stimulate thinking through new perspectives.
- Activate the audience—encourage them to feel proud of what they’re doing or to start something new if they’re not yet participating in this economy.
I wanted this to be a book that makes people think differently about possibility.
You dedicate an entire chapter to direct selling. Why did you feel it was important to highlight this channel?
Because direct selling is unique—and uniquely aligned with the principles of the new economy.
It is one of the few models where the individual can truly own a
piece of the work. The company provides the brand, the marketing, the
product, the infrastructure. The direct seller provides the
relationship. And that relationship adds tremendous value—value that
traditional retail cannot replicate.
Direct sellers benefit not just from a single transaction, but from
the lifetime value of customers they acquire, serve and retain. They
also benefit when they influence others who choose to become direct
sellers. This ability to build residual value is powerful. It is rare.
And it is why we recommend direct selling as a preferred pathway within
the broader new economy—not the only path, but a uniquely compelling
one.
In many ways, direct selling was the original gig. But in this era, the opportunity is even greater.
Given the explosive growth of independent work, what does market share look like for direct selling?
If we look at participants—not retail sales—we can compare apples to
apples. The US has about seven million direct selling participants. The
gig economy has about 70 million. That’s a 10 percent market share.
Imagine if we increased that to 12 percent…15 percent…even 20
percent. The growth opportunities for the channel would be
extraordinary.
But to earn that growth, we must be clear about who we are, how we
operate and the value we deliver. Residual income, personal
relationships, low cost of entry, flexibility, skill development,
community—these advantages are significant. When communicated well, they
position direct selling not as an alternative to employment, but as a
meaningful component of an individual’s portfolio of work.
You’ve often emphasized customer acquisition and retention as essential. How does that connect to the new economy?
In any business model, there is no sustainable income without
customers. That is as true for McDonald’s as it is for direct selling.
McDonald’s counts burgers. We must count customers.
One of the most exciting opportunities in today’s marketplace is the
shift toward personalized commerce—consumers buying from or because of
the influence of someone they know and trust. Direct selling is
perfectly positioned for that shift. But it requires disciplined focus
on delivering value to customers and maintaining the relationship—not
just completing the first transaction.
If we embrace simplicity, clarity and transparency—especially around
how customers benefit—we not only remain competitive, we become a
preferred model.
You’ve said that simplicity is a strategy. What does that mean for direct selling companies?
It means we must design our businesses so simply that people immediately understand them.
We live in a world with shortened attention spans, endless noise and
constant distraction. If a compensation plan, onboarding process or
customer experience feels complicated, people will not lean in—they will
leave. In this economy, simplicity is the new gold standard.
Yet simplicity is incredibly difficult to create. It requires
discipline, constant refinement and a willingness to remove rather than
add. But the companies that master simplicity will win.
Another major theme in your research is that many independent
workers engage in multiple gigs at once. What are the implications for
our channel?
This is one of the most important mindset shifts for direct selling leadership.
Historically, some companies imposed restrictions—non-competes,
exclusivity expectations, limits on outside activity. But the world has
changed. It is contradictory to call someone an independent contractor
while restricting how independent they are allowed to be.
People today value brand flexibility, not brand monogamy. They piece
together income streams that match their goals. The question for us is
not, “How do we keep people from engaging elsewhere?” but rather, “How
do we become their preferred choice?”
That requires confidence in our brand, our opportunity and the value
we provide. And it requires honoring freedom of choice—the very
foundation of the new economy.
What do you believe is the single most important thing direct selling companies can benefit from in the new economy?
Success starts with thinking. Our thinking is enhanced when supported
by good research and subsequent study. Too often, we try to solve a
problem before fully understanding it. When we pause, observe the
environment/the real situation, honestly examine the current situation
of the business and then make decisions with clarity and intention, we
increase the probability that we will succeed with the new decisions
that we make.
The new economy is full of new possibilities to leverage the
opportunity to benefit from relationships formed with both customers and
partners attracted to direct selling companies. Direct sellers actually
own a share of this relationship. This opportunity can be the
competitive advantage that direct selling companies can emphasize.
Direct selling, typically, does not stop with a transaction. As I have
stated before; the opportunity to influence and own (via commissions) a
portion of the relationship is most unique with direct selling models.
Over my many years of participation, observation, serving the direct
selling business model directly and indirectly, the direct selling
business model is in the best position that it has ever been, to become a
preferred choice in the new economy…certainly from this perspective!
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